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Viser: Competitive Advantage - Creating and Sustaining Superior Performance
Competitive Advantage
Creating and Sustaining Superior Performance
Michael E. Porter
(1998)
Sprog: Engelsk
Simon & Schuster, Limited
371,00 kr.
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Detaljer om varen
- 2. Udgave
- Hardback: 592 sider
- Udgiver: Simon & Schuster, Limited (August 1998)
- ISBN: 9780684841465
The essential complement to the pathbreaking book Competitive Strategy, Michael E. Porter's Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.
Competitive Advantage introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into "activities," or the discrete functions or processes that represent the elemental building blocks of competitive advantage.
Now an essential part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. Competitive Advantage also provides for the first time the tools to strategically segment an industry and rigorously assess the competitive logic of diversification.
That the phrases "competitive advantage" and "sustainable competitive advantage" have become commonplace is testimony to the power of Porter's ideas. Competitive Advantage has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
Competitive Advantage introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into "activities," or the discrete functions or processes that represent the elemental building blocks of competitive advantage.
Now an essential part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. Competitive Advantage also provides for the first time the tools to strategically segment an industry and rigorously assess the competitive logic of diversification.
That the phrases "competitive advantage" and "sustainable competitive advantage" have become commonplace is testimony to the power of Porter's ideas. Competitive Advantage has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
Contents Introduction Preface
Chapter 1 Competitive Strategy: The Core Concepts THE STRUCTURAL ANALYSIS OF INDUSTRIES Industry Structure and Buyer Needs Industry Structure and the Supply/Demand Balance GENERIC COMPETITIVE STRATEGIES Cost Leadership Differentiation Focus Stuck in the Middle Pursuit of More Than One Generic Strategy Sustainability Generic Strategies and Industry Evolution Generic Strategies and Organizational Structure Generic Strategies and the Strategic Planning Process OVERVIEW OF THIS BOOK
PART I PRINCIPLES OF COMPETITIVE ADVANTAGE
Chapter 2 The Value Chain and Competitive Advantage THE VALUE CHAIN Identifying Value Activities Defining the Value Chain Linkages within The Value Chain Vertical Linkages The Buyer''s Value Chain COMPETITIVE SCOPE AND THE VALUE CHAIN Segment Scope Vertical Scope Geographic Scope Industry Scope Coalitions and Scope Competitive Scope and Business Definition The Value Chain and Industry Structure THE VALUE CHAIN AND ORGANIZATIONAL STRUCTURE
Chapter 3 Cost Advantage THE VALUE CHAIN AND COST ANALYSIS Defining the Value Chain for Cost Analysis Assigning Costs and Assets First Cut Analysis of Costs COST BEHAVIOR Cost Drivers The Cost of Purchased Inputs Segment Cost Behavior Cost Dynamics COST ADVANTAGE Determining the Relative Cost of Competitors Gaining Cost Advantage Sustainability of Cost Advantage Implementation and Cost Advantage Pitfalls in Cost Leadership Strategies STEPS IN STRATEGIC COST ANALYSIS
Chapter 4 Differentiation SOURCES OF DIFFERENTIATION Differentiation and The Value Chain Drivers of Uniqueness THE COST OF DIFFERENTIATION BUYER VALUE AND DIFFERENTIATION Buyer Value The Value Chain and Buyer Value Lowering Buyer Cost Raising Buyer Performance Buyer Perception of Value Buyer Value and the Real Buyer Buyer Purchase Criteria Identifying Purchase Criteria DIFFERENTIATION STRATEGY Routes to Differentiation The Sustainability of Differentiation Pitfalls in Differentiation STEPS IN DIFFERENTIATION
Chapter 5 Technology and Competitive Advantage TECHNOLOGY AND COMPETITION Technology and The Value Chain Technology and Competitive Advantage Technology and Industry Structure TECHNOLOGY STRATEGY The Choice of Technologies to Develop Technological Leadership or Followership Licensing of Technology TECHNOLOGICAL EVOLUTION Continuous Versus Discontinuous Technological Evolution Forecasting Technological Evolution FORMULATING TECHNOLOGICAL STRATEGY
Chapter 6 Competitor Selection THE STRATEGIC BENEFITS OF COMPETITORS Increasing Competitive Advantage Improving Current Industry Structure Aiding Market Development Deterring Entry WHAT MAKES A "GOOD" COMPETITOR? Tests of a Good Competitor "Good" Market Leaders Diagnosing Good Competitors INFLUENCING THE PATTERN OF COMPETITORS Damaging Good Competitors in Battling Bad Ones Changing Bad Competitors into Good Ones THE OPTIMAL MARKET CONFIGURATION The Optimal Competitor Configuration Maintaining Competitor Viability Moving toward the Ideal Competitor Configuration Maintaining Industry Stability PITFALLS IN COMPETITOR SELECTION
PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY
Chapter 7 Industry Segmentation and Competitive Advantage BASES FOR INDUSTRY SEGMENTATION Structural Bases For Segmentation Segmentation Variables Finding New Segments THE INDUSTRY SEGMENTATION MATRIX Relationships Among Segmentation Variables Combining Segmentation Matrices INDUSTRY SEGMENTATION AND COMPETITIVE STRATEGY The Attractiveness of a Segment Segment Interrelationships Segment Interrelationships and Broadly-Targeted Strategies The Choice of Focus The Feasibility of New Segments to Focus On The Sustainability of a Focus Strategy Pitfalls and Opportunities for Focusers and Broadly-Targeted Competitors INDUSTRY SEGMENTATION AND INDUSTRY DEFINITION
Chapter 8 Substitution IDENTIFYING SUBSTITUTES THE ECONOMICS OF SUBSTITUTION Relative Value/Price Switching Costs Buyer Propensity to Substitute Segmentation and Substitution CHANGES IN THE SUBSTITUTION THREAT Substitution and Overall Industry Demand Substitution and Industry Structure THE PATH OF SUBSTITUTION Segmentation and the Substitution Path Substitution Forecasting Models SUBSTITUTION AND COMPETITIVE STRATEGY Promoting Substitution Defense Against Substitutes Industry Versus Firm Substitution Strategy Pitfalls in Strategy Against Substitutes
PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE
Chapter 9 Interrelationships among Business Units THE GROWING IMPORTANCE OF HORIZONTAL STRATEGY INTERRELATIONSHIPS AMONG BUSINESS UNITS TANGIBLE INTERRELATIONSHIPS Sharing and Competitive Advantage The Costs of Sharing Difficulty of Matching Identifying Tangible Interrelationships INTANGIBLE INTERRELATIONSHIPS COMPETITOR INTERRELATIONSHIPS Multipoint Competitors in Unrelated Industries Multipoint Competition in Related Industries Competitors with Different Patterns of Interrelationships Forecasting Potential Competitors
Chapter 10 Horizontal Strategy THE NEED FOR EXPLICIT HORIZONTAL STRATEGY Formulating Horizontal Strategy INTERRELATIONSHIPS AND DIVERSIFICATION STRATEGY Diversification Based on Tangible Interrelationships Diversification Through Beachheads Diversification and Corporate Resources PITFALLS IN HORIZONTAL STRATEGY Pitfalls in Ignoring Interrelationships Pitfalls in Pursuing Interrelationships
Chapter 11 Achieving Interrelationships IMPEDIMENTS TO ACHIEVING INTERRELATIONSHIPS Sources of Impediments Interrelationships and Equity Differences in Impediments among Firms ORGANIZATIONAL MECHANISMS FOR ACHIEVING INTERRELATIONSHIPS Horizontal Structure Horizontal Systems Horizontal Human Resource Practices Horizontal Conflict Resolution Processes The Corporate Role in Facilitating Interrelationships Interrelationships and the Mode of Diversification MANAGING HORIZONTAL ORGANIZATION Promising Examples Japanese Firms and Interrelationships A New Organizational Form
Chapter 12 Complementary Products and Competitive Advantage CONTROL OVER COMPLEMENTARY PRODUCTS Competitive Advantages From Controlling Complements Problems of Controlling Complements Control Over Complements and Industry Evolution Identifying Strategically Important Complements BUNDLING Competitive Advantages of Bundling Risks of Bundling Bundled Versus Unbundled Strategies Bundling and Industry Evolution Strategic Implications of Bundling CROSS SUBSIDIZATION Conditions Favoring Cross Subsidization Risks of Cross Subsidization Cross Subsidization and Industry Evolution Strategic Implications of Cross Subsidization COMPLEMENTS AND COMPETITIVE STRATEGY
PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY
Chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty Scenarios as a Planning Tool Industry Scenarios CONSTRUCTING INDUSTRY SCENARIOS Identifying Industry Uncertainties Independent Versus Dependent Uncertainties Identifying a Set of Scenarios Consistency of Assumptions Analyzing Scenarios Introducin
Chapter 1 Competitive Strategy: The Core Concepts THE STRUCTURAL ANALYSIS OF INDUSTRIES Industry Structure and Buyer Needs Industry Structure and the Supply/Demand Balance GENERIC COMPETITIVE STRATEGIES Cost Leadership Differentiation Focus Stuck in the Middle Pursuit of More Than One Generic Strategy Sustainability Generic Strategies and Industry Evolution Generic Strategies and Organizational Structure Generic Strategies and the Strategic Planning Process OVERVIEW OF THIS BOOK
PART I PRINCIPLES OF COMPETITIVE ADVANTAGE
Chapter 2 The Value Chain and Competitive Advantage THE VALUE CHAIN Identifying Value Activities Defining the Value Chain Linkages within The Value Chain Vertical Linkages The Buyer''s Value Chain COMPETITIVE SCOPE AND THE VALUE CHAIN Segment Scope Vertical Scope Geographic Scope Industry Scope Coalitions and Scope Competitive Scope and Business Definition The Value Chain and Industry Structure THE VALUE CHAIN AND ORGANIZATIONAL STRUCTURE
Chapter 3 Cost Advantage THE VALUE CHAIN AND COST ANALYSIS Defining the Value Chain for Cost Analysis Assigning Costs and Assets First Cut Analysis of Costs COST BEHAVIOR Cost Drivers The Cost of Purchased Inputs Segment Cost Behavior Cost Dynamics COST ADVANTAGE Determining the Relative Cost of Competitors Gaining Cost Advantage Sustainability of Cost Advantage Implementation and Cost Advantage Pitfalls in Cost Leadership Strategies STEPS IN STRATEGIC COST ANALYSIS
Chapter 4 Differentiation SOURCES OF DIFFERENTIATION Differentiation and The Value Chain Drivers of Uniqueness THE COST OF DIFFERENTIATION BUYER VALUE AND DIFFERENTIATION Buyer Value The Value Chain and Buyer Value Lowering Buyer Cost Raising Buyer Performance Buyer Perception of Value Buyer Value and the Real Buyer Buyer Purchase Criteria Identifying Purchase Criteria DIFFERENTIATION STRATEGY Routes to Differentiation The Sustainability of Differentiation Pitfalls in Differentiation STEPS IN DIFFERENTIATION
Chapter 5 Technology and Competitive Advantage TECHNOLOGY AND COMPETITION Technology and The Value Chain Technology and Competitive Advantage Technology and Industry Structure TECHNOLOGY STRATEGY The Choice of Technologies to Develop Technological Leadership or Followership Licensing of Technology TECHNOLOGICAL EVOLUTION Continuous Versus Discontinuous Technological Evolution Forecasting Technological Evolution FORMULATING TECHNOLOGICAL STRATEGY
Chapter 6 Competitor Selection THE STRATEGIC BENEFITS OF COMPETITORS Increasing Competitive Advantage Improving Current Industry Structure Aiding Market Development Deterring Entry WHAT MAKES A "GOOD" COMPETITOR? Tests of a Good Competitor "Good" Market Leaders Diagnosing Good Competitors INFLUENCING THE PATTERN OF COMPETITORS Damaging Good Competitors in Battling Bad Ones Changing Bad Competitors into Good Ones THE OPTIMAL MARKET CONFIGURATION The Optimal Competitor Configuration Maintaining Competitor Viability Moving toward the Ideal Competitor Configuration Maintaining Industry Stability PITFALLS IN COMPETITOR SELECTION
PART II COMPETITIVE SCOPE WITHIN AN INDUSTRY
Chapter 7 Industry Segmentation and Competitive Advantage BASES FOR INDUSTRY SEGMENTATION Structural Bases For Segmentation Segmentation Variables Finding New Segments THE INDUSTRY SEGMENTATION MATRIX Relationships Among Segmentation Variables Combining Segmentation Matrices INDUSTRY SEGMENTATION AND COMPETITIVE STRATEGY The Attractiveness of a Segment Segment Interrelationships Segment Interrelationships and Broadly-Targeted Strategies The Choice of Focus The Feasibility of New Segments to Focus On The Sustainability of a Focus Strategy Pitfalls and Opportunities for Focusers and Broadly-Targeted Competitors INDUSTRY SEGMENTATION AND INDUSTRY DEFINITION
Chapter 8 Substitution IDENTIFYING SUBSTITUTES THE ECONOMICS OF SUBSTITUTION Relative Value/Price Switching Costs Buyer Propensity to Substitute Segmentation and Substitution CHANGES IN THE SUBSTITUTION THREAT Substitution and Overall Industry Demand Substitution and Industry Structure THE PATH OF SUBSTITUTION Segmentation and the Substitution Path Substitution Forecasting Models SUBSTITUTION AND COMPETITIVE STRATEGY Promoting Substitution Defense Against Substitutes Industry Versus Firm Substitution Strategy Pitfalls in Strategy Against Substitutes
PART III CORPORATE STRATEGY AND COMPETITIVE ADVANTAGE
Chapter 9 Interrelationships among Business Units THE GROWING IMPORTANCE OF HORIZONTAL STRATEGY INTERRELATIONSHIPS AMONG BUSINESS UNITS TANGIBLE INTERRELATIONSHIPS Sharing and Competitive Advantage The Costs of Sharing Difficulty of Matching Identifying Tangible Interrelationships INTANGIBLE INTERRELATIONSHIPS COMPETITOR INTERRELATIONSHIPS Multipoint Competitors in Unrelated Industries Multipoint Competition in Related Industries Competitors with Different Patterns of Interrelationships Forecasting Potential Competitors
Chapter 10 Horizontal Strategy THE NEED FOR EXPLICIT HORIZONTAL STRATEGY Formulating Horizontal Strategy INTERRELATIONSHIPS AND DIVERSIFICATION STRATEGY Diversification Based on Tangible Interrelationships Diversification Through Beachheads Diversification and Corporate Resources PITFALLS IN HORIZONTAL STRATEGY Pitfalls in Ignoring Interrelationships Pitfalls in Pursuing Interrelationships
Chapter 11 Achieving Interrelationships IMPEDIMENTS TO ACHIEVING INTERRELATIONSHIPS Sources of Impediments Interrelationships and Equity Differences in Impediments among Firms ORGANIZATIONAL MECHANISMS FOR ACHIEVING INTERRELATIONSHIPS Horizontal Structure Horizontal Systems Horizontal Human Resource Practices Horizontal Conflict Resolution Processes The Corporate Role in Facilitating Interrelationships Interrelationships and the Mode of Diversification MANAGING HORIZONTAL ORGANIZATION Promising Examples Japanese Firms and Interrelationships A New Organizational Form
Chapter 12 Complementary Products and Competitive Advantage CONTROL OVER COMPLEMENTARY PRODUCTS Competitive Advantages From Controlling Complements Problems of Controlling Complements Control Over Complements and Industry Evolution Identifying Strategically Important Complements BUNDLING Competitive Advantages of Bundling Risks of Bundling Bundled Versus Unbundled Strategies Bundling and Industry Evolution Strategic Implications of Bundling CROSS SUBSIDIZATION Conditions Favoring Cross Subsidization Risks of Cross Subsidization Cross Subsidization and Industry Evolution Strategic Implications of Cross Subsidization COMPLEMENTS AND COMPETITIVE STRATEGY
PART IV IMPLICATIONS FOR OFFENSIVE AND DEFENSIVE COMPETITIVE STRATEGY
Chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty Scenarios as a Planning Tool Industry Scenarios CONSTRUCTING INDUSTRY SCENARIOS Identifying Industry Uncertainties Independent Versus Dependent Uncertainties Identifying a Set of Scenarios Consistency of Assumptions Analyzing Scenarios Introducin
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